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The Organization in Crisis brings together a team of leading international researchers and practitioners to examine key issues associated with organizational change and suggest how such changes can be better managed in the future.
List of contents
Preface.
List of contributors.
Part I: Impact of Restructuring on Employees and Organizations: .
1. The new organizational reality: transition and renewal: Ronald J. Burke and Cary L. Cooper.
2. The impact of organizational change on UK managers perceptions of their working lives: Les Worrall, Cary Cooper and Fiona Campbell.
3. Impact on privatization in Portugal: Rita Campos e Cunha.
4. Comparing the downsizing experiences of three countries: a restructuring cycle?: Craig Littler.
5. Sickness absence and organizational downsizing: Mika Kivimaki, Jussi Vahtera, Amanda Griffiths, Tom Cox and Louise Thomson.
Part II: New research Directions: .
6. An empirical examination of a stress-based framework of survivor responses to downsizing: Gretchen M. Spreitzer and Aneil K. Mishra.
7. Gender and job insecurity: Mina Westman.
8. Ethical problems in downsizing: Zehava Rosenblatt and Zachary Schaeffer.
9. Total quality management during downsizing: Marjorie Armstrong-Stasssen.
Part III: The new career reality: .
10. The new employment contract: psychological implications of future work: Paul Sparrow.
11. Down but not out: career trajectories of middle-aged and older workers after downsizing: Daniel C. Feldman.
12. Organizational crisis and change: the new career contract at work: John F. McCarthy and Douglas T. Hall.
13. Eroding organizational social capital among US firms: the price of job instability: Carrie R. Leana and Harry J. Van Buren III.
Part IV: Renewal and Revitalization: Best Practices: .
14. Leading organizations through survivor sickness: a framework for the new millennium: David Noer.
15. Value-based management: a tool for managing change: Todd D. Jick.
16. Coping with mergers and acquisitions: Susan Cartwright and Sarah-Louise Hudson.
17. Organizational restructuring: identifying effective hospital downsizing processes: Ronald J. Burke and Esther R. Greenglass.
Index.
About the author
Cary Cooper ist der führende britische "Stress-Guru".
Summary
This volume brings together a team of international researchers and practitioners to study the implementation and impact of organizational changes such as downsizing, restructuring and privatization. The text provides a combination of research, theory and practice.
Report
"The editors of, and many of the contributors to, the proposed text are internationally known and I have no concern about the quality of the contents of the book. The subject area is important and will continue to be so for many years ahead. The text will be a useful addition to the literature for courses on change management or occupational stress." Howard Kahn, Heriot University
"The range of chapters and authors is impressive. It is particularly good to see authors from several continents included, as befits a text on such global issues. There is also a good balance between case studies, large scale studies, comparative data and theory building... A book that offers guidelines on good practice is always alluring and I believe that this will make it very attractive to managers as well as management students. Overall this would be a very useful book and a leader in a field of growing contemporary and global relevance." Sue Lewis, Manchester Metropolitan University
"This volume proposes to cover three highly topical issues...it will be a timely collection..." Dale Zand, NYU
"... a thought-provoking and worthwhile book that attempts, through empirical investigation and reflection, to shed light on some of the most serious and worrying employment trends of our time. Its beauty is in its injection of realism, which serves as a refreshing if disturbing antidote to the overly simplistic and optimistic prescriptions found in traditional management/MBA texts." Times Higher Education Supplement
